- Windows software development kit (SDK) away for free to encourage development of new applications for its operating system. The larger number of applications attracted more users to the Windows platform and increased Microsoft ’ s revenues. - Sony ’ s Playstation 3 game console, on the other hand, is an example of a multi-sided platform strategy that backfired. Sony subsidized each console purchased in hopes of later collecting more game royalties. This strategy performed poorly because fewer Playstation 3 games sold than Sony initially estimated.

- its Value Proposition of providing extremely targeted text advertising globally over the Web. - AdWords on Google ’ s search pages and AdSense at third party ’ s own sites, also tools, such as Gmail, Google maps, &amp; Picasa.

- the more ads it displays to Web surfers, the more it earns from advertisers. - Increased advertising earnings, in turn, motivates even more content owners to become AdSense partners. - The substantial revenue that Google earns from AdWords allows it to continuously improve its free offers to search engine and AdSense users.

The evolution of Apple ’ s product line from the iPod to the iPhone highlights the company ’ s transition to a powerful platform business model pattern. The iPod was initially a stand-alone device. The iPhone, on the contrary, evolved into a powerful multi-sided platform for which Apple controls third party applications through its App Store.

Anderson shows that the rise of new free-of-charge offers is closely related to the fundamentally different economics of digital products and services. For example, creating and recording a song costs an artist time and money, but the cost of digitally replicating and distributing the work over the Internet is close to zero.

Transcript

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PATTERN1. Unbundling Business Models 2. The Long Tails 3. Multi-Sided Platforms 4. FREE as a Business Model 5. Open Business Model

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pattern• similar characteristics, similar arrangements or similar behaviors, we call these similarities business model patterns.• the goal in defining and describing these business model patterns is to recast well- known business concepts in a standardized format

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1. Unbundling Business Models• The concept of the “unbundled” corporation holds that there are three fundamentally different types of businesses: (1) Customer Relationship businesses, (2) Product innovation businesses, and (3) infrastructure businesses.• Each type has different economic, competitive, and cultural imperatives.• The three types may co-exist within a single corporation, but ideally they are “unbundled” into separate entities in order to avoid conflicts or undesirable trade-offs.• Example: mobile telecom industry, private banking

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Unbundling the Mobile Telco• Mobile telecommunication firms have started unbundling their businesses.• Traditionally they competed on network quality, but now they are striking network sharing deals with competitors or outsourcing network operations altogether to equipment manufacturers.• Why? Because they realize that their key asset is no longer the network—it is their brand and their Customer Relationships.

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Equipment Manufacturers• Telcos such as France Telecom, KPN, and Vodafone have outsourced operation and maintenance of some of their networks to equipment manufacturers such as Nokia Siemens Networks, Alcatel-Lucent, and Ericsson.• Equipment manufacturers can run the networks at lower cost because they service several telcos at a time and thus benefit from economies of scale.

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Unbundled Telco• After unbundling its infrastructure business, a telco can sharpen its focus on branding and segmenting customers and services.• Customer relationships comprise its key asset and its core business. By concentrating on customers and increasing share of wallet with current subscribers, it can leverage investments made over the years acquiring and retaining customers.• One of the first mobile telcos to pursue strategic unbundling was Bharti Airtel, now one of India’s leading telcos. It outsourced network operations to Ericsson and Nokia Siemens Networks and IT infrastructure to IBM, allowing the company to focus on its core competency: building Customer Relationships.

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Content Providers• For product and service innovation, the unbundled telco can turn to smaller, creative firms.• Innovation requires creative talent, which smaller and more dynamic organizations typically do a better job of attracting.• Telcos work with multiple third-parties that assure a constant supply of new technologies, services, and media content such as mapping, games, video, and music. Two examples are Mobilizy of Austria and Sweden’s tat.• Mobilizy focuses on location-based service solutions for smartphones (it developed a popular mobile travel guide), and tat concentrates on creating advanced mobile user interfaces.

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Long Tail Business Models are about selling less of more...• They focus on offering a large number of niche products, each of which sells relatively infrequently or low volumes. ✓focusing on “hit” products can produce (even exceeding) revenues. ✓Long Tail business models require low inventory costs and strong platforms to make niche content readily available to interested buyers.

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TheTransformation of the • The traditional bookBook Publishing Industry publishing model is built (Lulu.com) on a process of selection whereby publishers screen many authors and manuscripts and select those that seem most likely to achieve minimum sales targets. • Publishers are most interested in books they Old Model can print in quantity for sale to large audiences.

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TheTransformation of the • enabling anyone to publish. Book Publishing Industry(Lulu.com) • is based on helping niche and amateur authors bring their work to market. • providing authors the tools to craft, print, and distribute their work through an online marketplace. A New Model • authors become customers.

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Long-Tail Pattern• The value proposition of a Long Tail business model is characterized by offering a wide scope of “non-hit” items that may co-exist with “hit” products. Long Tail business models may also facilitate and build on user-generated content.• Long Tail business models focus on niche customers, can serve both professional and amateur content producers, and may create a multi-sided platform catering to users and producers alike.

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Long-Tail Pattern• Long Tail business models usually rely on the Internet as a customer relationship and/or transaction channel.• Niche content providers (professional and/or user- generated) are the key partners in this pattern.• The key resource is the platform; key activities include platform development and maintenance and niche content acquisition and production.

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Long-Tail Pattern• The main costs incurred cover platform development and maintenance• This model is based on aggregating small revenues from a large number of items. revenue streams vary; they may come from advertising, product sales, or subscriptions.

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Tasks...• please define and create a long tail business model and pattern for eBay, YouTube and Facebook• each group choose one source example (eBay or YouTube or Facebook)

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bring together two or more distinct but interdependent groups of customers.• Such platforms are of value to one group of customers only if the other groups of customers are also present.• The platform creates value by facilitating interactions between the different groups.• A multi-sided platform grows in value to the extent that it attracts more users, a phenomenon known as the network effect.

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“chicken and egg” dilemma• One way multi-sided platforms solve this problem is by SUBSIDIZING a Customer Segment.• Platform operator often decides to lure one segment to the platform with an inexpensive or free Value Proposition in order to subsequently attract users of the platform’s “other side.”• One difficulty multi-sided platform operators face is understanding WHICH SIDE to subsidize and HOW TO price correctly to attract customers.

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Google’s Business Model • The model only works, though, if many people use Google’s search engine. The more people Google reaches, the more ads it can display and the greater the value created for advertisers.

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Apple’s Evolution into a Platform Operator In 2003 Apple introduced the In 2003 Apple introduced the In 2008 Apple consolidated its In 2008 Apple consolidated itsThe iPod represented aa The iPod represented iTunes Music Store, which was iTunes Music Store, which was platform strategy by launching its platform strategy by launching itstechnology platform for storing closely integrated with the iPod. App Store for the highly popular technology platform for storing closely integrated with the iPod. App Store for the highly popularmusic from various sources. music from various sources. iPhone. iPhone. The store was Apple’s first The store was Apple’s firstApple was not exploiting the Apple was not exploiting the attempt at exploiting platform attempt at exploiting platform The App Store allows users to The App Store allows users toplatform aspect of the iPod in its effects. iTunes essentially platform aspect of the iPod in its effects. iTunes essentially browse, buy, & download apps browse, buy, & download appsbusiness model business model connected “music rightsholders” directly from the iTunes Store & connected “music rightsholders” directly from the iTunes Store & directly with buyers. directly with buyers. install them on their iPhones. install them on their iPhones.

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Receiving something free of charge has always been an attractive Value Proposition.• The question, of course, is how can you systematically offer something for free and still earn substantial revenues?• In the free business model at least one substantial Customer Segment is able to continuously benefit from a free-of-charge offer.• Different patterns make the free offer possible.• Non-paying customers are financed by another part of the business model or by another Customer Segment.

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1. Advertising: a Multi-Sided Platform Model • Metro (free paper) One side of the platform is designed to attract users with free content, products, or services. Another side of the platform generates revenue by selling space to advertisers.The genius of Metro lies in how it modified the traditional daily newspaper model.First, it offered the paper for free.Second, it focused on distributing in high-traffic commuter zones and public transport networks byhand and with self-service racks. Metro developed its own distribution network.Third, it cut editorial costs to produce a paper just good enough to entertain younger commutersduring their short rides to and from work.

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3. Bait & Hook or Loss Leader • Bait & Hook of Free Mobile Phones “Bait & hook” refers to a business model pattern characterized by an attractive, inexpensive, or free initial offer that encourages continuing future purchases of related products or services. refers to a subsidized, even money-losing initial offer with the intention of generating profits from subsequent purchases.Also known as a razor & blades model, popularized by King C. Gillette, inventor of the disposablerazor blade. This pattern is to describe the general idea of luring customer with an initial offering,while earning from follow-up sales.In telecommunications industry, mobile network operators offer free telephone handsets bundledwith service subscriptions and get money from subsequent monthly service fees.

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Razor & Blades: Gillette The key to this model is the close link between the inexpensive or free initial product and the follow-up item—usually disposable—on which the company earns a high margin.• In 1904 King C. Gillette, who commercialized the first disposable razor blade system, decided to sell razor handles at a steep discount or even give them away with other products in order to create demand for his disposable blades.

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OPEN Business Model• can be used by companies to create and capture value by systematically collaborating with outside partners.• This may happen from the “outside-in” by exploiting external ideas within the firm, or from the “inside-out” by providing external parties with ideas or assets lying idle within the firm.

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The Connector: Innocentive• Companies seeking insights from external researchers incur substantial costs when trying to attract people or organizations with knowledge that could solve their problems.